Healthcare
Tas Health – Digital Solutons Design Governance
The Bluegum Health Transformation will shape the future of Tasmanian healthcare by delivering statewide change supported by key digital solutions. This $500+ million investment will bring together public and private health services across Tasmania to become the first Australian state to deliver a fully integrated healthcare system, with a single statewide public hospital network, single statewide mental health service and single primary care network.
Design Psychology was engaged to define and establish governance for the program. Working closely with the Chief Clinical Information Officer (CCIO), Design Psychology engaged in extensive stakeholder consultation to develop the Digital Solutions Design Governance framework. This framework represents a step change in governance within healthcare settings by separating project governance (time/quality/cost oversight) and design governance (what/how oversight) to empower clinicians, patients and carers in directing the transformation. A key component is the establishment of approximately fifty (50) Design Working Groups comprised of representatives of six knowledge domains.
The framework was endorsed by the Bluegum Executive Committee on 17 July 2025.
St George Radiology Department – Culture Review
Design Psychology was engaged by South Eastern Sydney Local Health District (SESLHD) to undertake a culture review of the St George Radiology Department. This review was undertaken following a request by RANZCR.
Design Psychology applied our three-phase approach to culture intervention:
- Sense-making
- Diagnosis
- Treatment
During the initial sense-making phase, it was not clear what aspects of the culture within the department were of most concern to RANZCR. Accordingly, Design Psychology liaised with both the facility executive and representatives from RANZCR to clarify the scope. It was determined that the primary area of concern was the culture of learning in the department, and this resulted in the objective being defined as “Assess and develop strategies aimed at improving the culture of training and engagement within the Medical Workforce of the St. George Hospital Medical Imaging Department.”
During the diagnostic phase, medical officers were asked to complete the Dimensions of Learning Organisations Questionnaire (DLOQ). They then attended workshops probing the survey response patterns. This resulted in a deep understanding of both the current culture of learning in the department and the primary drivers of that culture. Based on this phase, a series of problems statements were prepared.
During the treatment phase, medical officers participated in co-design workshops to ideate solutions to the identified problem statements. Following the workshops, these concepts were then developed into achievable change proposals based on the best available evidence. Ultimately, Design Psychology developed an action plan which was adopted by the department.
Clinical Excellence Commission – AcciMap Training
The Clinical Excellence Commission (CEC) engaged Design Psychology to provide resources and a two-day Masterclass on the AcciMap approach to incident analysis. The resources and Masterclass were to be based on a Clinical AcciMap format previously developed by Design Psychology. This format increases patient centricity.
Design Psychology engaged in light-touch training needs analysis to identify and confirm the learning outcomes and preferred training/material modalities. This approach ensured that the training and materials were aligned to the broader capability development objectives of the CEC. As a result of the training needs analysis, it was determined that the preferred format for the AcciMap resources were Quick Reference Guides (QRGs) for use by patient safety specialists. These guides were drafted based on best practice, then usability tested with representative users and refined based on the findings. The resulting materials were short, robust, useful, and easy to apply.
The Masterclass was piloted in July 2025 and attended by 25 patient safety specialists. The Masterclass was based around a series of hands-on scenarios where participants developed increasingly complex AcciMap diagrams. The Masterclass also included sessions on the development of effective recommendations based on co-design practices.
Post-training feedback was highly positive. 100% of training evaluation survey respondents agreed or strongly agreed that “I would recommend this masterclass to colleagues” and “The masterclass increased my confidence to develop an AcciMap.”
NT Health – UX Strategy
The NT Government manages a large, sparsely populated region of Australia. Based on lessons learned from previous projects, it was identified that there was a disconnect between NT Health and the Department of Corporate and Digital Development when delivering Health ICT projects.
Our representatives led a series of stakeholder workshops to understand the digital delivery model used in NT Gov and how it could better accommodate the needs of clinician’s, patients and carers through the adoption of Human Centred Design practices.
Based on the findings of this review, a new digital health ICT delivery model was developed, which expanded the role of NT Health during the concept development phase.
“NT Health and DCDD were very satisfied with the work of Thom and his team, and continue to implement the recommendations of that work.” – Dr John Lambert, Chief Clinical Information Officer, NT Health
eHealth NSW – electronic Transitions of Care (eTOC)
During post-implementation user research of a new ICU medical record, clinicians raised concerns regarding the need to manually transcribe medications from one platform to the other. It was reported that this task was time consuming and error prone.
Our representatives led user research for the project and worked with stakeholders to develop the functional scope for a new electronic transitions of care (eTOC) tool. As the project progressed, Thomas developed prototype user interface designs (starting with sketches and then wireframes) and sought feedback from clinicians.
Although the task of transcribing medications is inherently complex, in a post-implementation review of the tool clinicians reported that eTOC was easy to use, safe and fast.
“Thomas’ invaluable insights helped align the project team around a common user experience and were instrumental in the successful implementation of a safer, more efficient, and user-friendly medication transfer tool.” – Kevin Sam, Product Owner
Epworth HealthCare – Alert Card Redesign
Design Psychology was engaged by Epworth HealthCare to support redesign of the A1 Alert Card used in all clinical records. The existing form was implemented in 2018, and opportunities for improvement were identified, particularly around consistency and completeness of information. Epworth had previously undertaken two attempts at redesigning the form over five years, but neither achieved the required endorsement for implementation.
Design Psychology ran an eight-week process comprised of four sprints. The first sprint focused on identifying content requirements and identifying suitable reference designs. This included a Human Factors Assessment of the existing form design based on the Cognitive Aids in Medicine Assessment Tool CMAT. In the second sprint, three design concepts were developed and refined into a single preferred design. In the third sprint, scenario-based usability testing was employed to identify potential opportunities for design enhancement. In the final sprint, the form was revised, finalised, endorsed and an implementation and evaluation strategy developed.
As described by one of the user representatives: “The layout is a lot clearer than the current form. Bigger, more space, but simpler at the same time. Straight to the point.”
eHealth NSW – Health Prototyping Centre
The benefits of technologies introduced in health systems often fail to be realised due to the complex interplay between systems at point of care. For example, one part of the system may procure beds that are too wide for the doors installed in new facilities managed by other parts of the system.
On behalf of eHealth NSW, HealthShare NSW, Health Infrastructure NSW and NSW Health Pathology, our representatives established the Health Prototyping Centre (HPC) to provide a space to evaluate the clinical impact of new technologies in a realistic setting. The scope of works included developing the initial business case, forming the consortium, overseeing the fitout of the site, and then acting as general manager of the site in the first twelve months of operation.
The HPC uses the Google SPRINT methodology with elements of Amazon’s Working Backwards to test new concepts. In its first 12 months of operations, the HPC enabled holistic concept development and testing for over 30 NSW Health projects. In one sprint, an alternative layout for the fitout of a new pathology lab to accommodate a smaller than anticipated lab space was developed. This allowed NSW Health to avoid an estimated $36 million in costs associated with constructing an alternate site.
Safer Care Victoria – Leading Indicators of Patient Harm
Our representatives were engaged to complete an evidence scan of leading indicators of patient harm, including evidence of both predictive validity and (if evidence exists) how far ahead these indicators predict outcomes.
Our representatives oversaw a systematic literature review based on the PRISMA-P protocol. Based on this review, 292 unique leading indicators were identified, which were grouped into 35 potential indicator types within a consolidated framework based on Reasons (1990) Swiss Cheese model.
Based on a comparison between the framework and the draft Quality and Safety Signals (QASS) minimum data set supplied by SCV, it was recommended that Vic Health may be able to improve prediction of safety incidents by adding measures of safety leadership behaviours and employee engagement from the People Matter Engagement Survey into the QASS. This recommendation was adopted by SCV, and the items were added to the QASS in 2023.
NSW Health – Organisational Strategy for Improvement Matrix
On behalf of NSW Health, our representatives oversaw a team of Human Factors, Organisational Development and Lean Specialists in the development of a comprehensive assessment of organisational maturity in continuous improvement and safety. This tool, named the Organisational Strategy for Improvement Matrix (OSIM), considered organisational strategy, leadership, investment, workforce capability, and organisational culture.
The team then completed the assessment in all 17 Local Health Districts and Specialty Health Networks in NSW. This involved running workshops with executive leadership teams and their boards. The output of each assessment was a detailed set of findings and recommendations to improve tha organisations capability in improvement and safety.
This work resulted in a major reinvestment in safety management and analytics across NSW Health entities, including the establishment of a Clinical Governance Unit by HealthShare NSW.
“The OSIM assisted health districts in understanding what a modern and effective safety management system requires.” – Carrie Marr, Chief Executive (former), Clinical Excellence Commission
Rail
National Transport Commission – Reducing Red Tape
Thomas Loveday was part of a Tactix-Sener led consortium engaged by the National Transport Commission (NTC) to provide guidance on how to transition to a set of common operating rules (particularly safeworking rules) in the rail sector.
This work required extensive consultation and negotiation with senior leaders within rail operators, infrastructure managers and state agencies. The scope included considering how a nationally harmonised training and onboarding process could support workforce mobility.
Thomas was specifically responsible for identifying and analysing options for the adoption of common operating rules. This included identifying the preferred implementation approach and developing a high-level roadmap for the transition.
This work was completed as part of the National Rail Action Plan.
“Thom played a key role in supporting one of the National Rail Action Plan’s key priorities to reduce red tape across the Australian rail industry. Thom conveyed complex ideas across a range of stakeholders to successfully identify tangible outcomes to support policy reform options.” – Narelle Rogers, Executive Advisor, Rail Capability and Engagement, National Transport Commission
SAGE – BMCS and TVCS HFI
Our representatives were engaged by SAGE to lead Human Factors Integration (HFI) for the design of the Building Management Control System (BMCS) and Tunnel Ventilation Control System (TVCS) packages within the Stations, Systems, Trains, Operations and Maintenance (SSTOM) project.
We led a pragmatic Early Human Factors Analysis approach centred on a technology maturity assessment of the SAGE solution. This allowed the HFI works to focus on new and novel features for the SSTOM project, whilst meeting the program-wide HF requirements specified in Particular Specification 01.
The Human Factors works included stakeholder workshops, completion of a Human Error Analysis based on SHERPA, anthropometric analysis of sub-system panel designs, usability analyses, and completion of an alarms matrix consistent with the projects alarms management strategy.
ARUP – Electrical Isolation Improvement Program
Our representative was engaged by ARUP to support the consideration of human factors in the design of the Motor Drive Unit (MDU) as part of the Electrical Isolation Improvement Program. This unit was to be used by electrical Systems Operators to complete local and remote isolations.
Our representative worked with the supplier and the client (TfNSW) to optimise the design using the HCD approach specified in ISO9241-210 Ergonomics of Human System Interactions. Through initial user research, it was found that the initial design for the local human machine interface was difficult for operators to interpret. Thomas developed a new conceptual design drawing on natural mapping principles, whereby the HMI design was matched to the circuit diagram for an isolation switch.
We then led the design, execution and reporting of an off-system trial. The off-system trial demonstrated significant improvements in the usability of the Human Machine Interface (HMI) as used by the Electrical Systems Operators.
RATPDev – Cyber-Security Operations Centre
Our representative was engaged by RATPDev to oversee Human Factors Integration for a new transport Cyber-Security Operations Centre (C-SOC) as part of the Stations, Systems, Trains, Operations and Maintenance (SSTOM) project.
Following initial workshops, our representatives determined that the concept of operations for the C-SOC was poorly understood by project stakeholders. Accordingly, they worked with Threat Detection Engineers and other stakeholders to clearly define the roles, activities and tasks to be completed within the C-SOC. Once a common understanding was achieved, our representative set about integrating best practices from human factors and ergonomics into the C-SOC design, including conforming to the ISO 11064 Ergonomic Design of Control Centres series of standards.
Human Factors work included developing a Human Factors Integration Plan and Assurance Report for the C-SOC, making recommendations to improve the design of the C-SOC based on task, anthropometric and link analyses, and providing procurement specifications for the software products to be used within the C-SOC.
“Thom helped us navigate the relevant standards and policies to develop an appropriate integration plan that articulated the unique challenges present in a Cyber Security Operations Centre compared to other operations centres.” – Conor Aitkin, Cyber Security Consultant
Road
Western Harbour Tunnel – Human Factors Integration
The Western Harbour Tunnel is a 6.5-kilometer twin tunnel connecting Cammeray to Rozelle and passing beneath Sydney Harbour.
Our representative was initially engaged by Acciona to complete an early works human factors assessments of proposed sites for the WHT motorway control centre and disaster recovery site. The resulting report assisted TfNSW in making an informed decision regarding the preferred site and resulted in a change to the proposed operational philosophy.
Our representative was subsequently engaged to manage Human Factors Integration for the M&E scope to comply with TfNSW SPECIFICATION D&C TS902 Systems Engineering Processes. Specifically, they completed an Early Human Factors Analysis to develop a Human Factors Integration Plan and oversaw implementation of that plan.
The Human Factors works included an analysis of proposed control room layouts and workstation designs, reviewing the usability (including alarms) of the Operations and Management Control System (OMCS), providing a checklist to designers to assist them in achieving ergonomics good practice for plant and machinery installed in the tunnel, managing human factors in the long-tunnel environment, and an anthropometric assessment of emergency equipment cabinets.
The final human factors assurance report was accepted by Transport for NSW and the Independent Certifier.
“Thom was in charge of the Human Factors scope of work for Western Harbour Tunnel, on behalf of Accoina, and managed this complex topic that affect many designs, and key stakeholders well. He ensured that processes were defined and followed by all parties that helped to get the HF package of works completed within time and budget.” – Gavin Reeve, Systems Engineering & Fire Life Safety Manager, Acciona
WestConnex Stage 3A
WestConnex Stage 3A involved the design and construction of Twin-mainline tunnels between the M4 East at Haberfield and the New M5 at St Peters, passing under Haberfield, Leichhardt, Camperdown, Newtown and St Peters.
Our representative conducted an Early Human Factors Analysis and completed the Human Factors Integration Plan for the project. He also developed the HF requirement spec, covering issues ranging from tunnel lighting and tunnel wall colour to maintain driver alertness, control room layouts to optimise coordination between motorway controllers, and the positioning and placement of equipment to ensure maintenance access was achieved.
Our representative also developed the usablity evaluation and alarms management plan for the Integrated-OMCS and developed the control room layout for the Transport Management Centre as part of this project.
Industrial
HealthShare – Linen Services Risk Analysis
HealthShare NSW operates seven distribution centres providing linen to NSW Health facilities. These centres incorporate monorail systems to transport linen bags around each facility.
Our representative was engaged to lead a risk analysis of the monorail system at each site, following a serious injury where a linen bag fell from height onto a staff member. This analysis included a review of the mechanical causes of bag fall (completed by a mechanical engineer) and the identification of the associated work tasks that were particularly susceptible to risk of impact on bag fall.
Based on this review, approximately 34 hazards were identified across the seven sites. The mechanical causes of bag fall were difficult to mitigate cost-effectively due to the age of the systems. However, workable solutions were codesigned with linen service stakeholders to identify mitigations that SFAIRP without impeding operational efficiency.
Other
Victorian Bar – Reflective Practice Program
Barristers have complex work demands which can result in significant psychosocial risk. This includes exposure to vicarious trauma, an inherently adversarial workplace, and perceived pressures to accept work regardless of current capacity.
Design Psychology was engaged by the Victorian Bar to support the development and delivery of a reflective practice pilot as part of its broader wellbeing program. This program was to be based on Gibbs (1988) model of reflective practice.
The engagement included supporting the bar in developing evidence-based training content and in facilitating two pilot workshops with Barristers. As the initiative was a pilot, two delivery modalities were prepared: a 30-day online micro-learning program and a two-day facilitated workshop. Design Psychology also provided advice on the evaluation of the pilot.
The program was tailored to the Barrister work context and included a broad range of reflective practice skills. This included completing the Gibbs reflective practice cycle, developing active listening skills, conducting hot-wash and cold-wash debriefs and techniques for in-action reflection and mindfulness.
Individuals who participated in the two-day program were overwhelmingly positive, with one participant noting “The quality of the presenters and the quality of the food were excellent. I really enjoyed the program, and I think the strategies were practical and the content was tailored to barristers.”
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